Leadership traits and ethics

Unit 2

Dr.Yogananthan

Five levels of leadership

Are leaders born?

Traits of a leading LEADER: 1. Is born with leadership qualities; 2. Has seen leadership modeled throughout life; 3. Has learned added leadership through training; 4. Has self-discipline to become a great leader.

Five levels of Leadership

Level 1: Position or title; people follow because they have to (Rights). Level 2: Permission; people follow because they want to (Relationships). Level 3: Production; people follow because of what you have done for the organization (Results). Level 4: Personnel Development: People follow because of what you have done for them (Reproduction). Level 5: Personhood; People follow because of who you are and what you represent (Respect).

Important factors in leadership -Cognitive

The key to leadership: Priorities; The most important ingredient of leadership: Integrity; The ultimate test of leadership: Creating positive

change;

The quickest way to gain leadership: Problem

solving;

The extra plus in leadership: Attitude; Most appreciable asset of leadership: People; The indispensable quality of leadership: Vision; The price tag of leadership: Self-discipline; The most important lesson Ive learned about leadership: Staff development.

Qualities of a LeaderBehavioural

Emotional stability Dominance Enthusiasm Conscientiousness Tough-mindedness Self-assurance Maturity Charisma Adaptability Consideration

Do we need leaders or managers?

We Need Both Leading and Managing

Lead People Direction Communication Resources Coach Reinforce Feedback
- Whats working? - Need to do differently?

Manage Processes

Happy Customers

Healthy processes serving happy customers

Time Spent on Doing and Improving Work

Leading
Role Work
Executives Managers Others

Managing
Doing
10 30 70

Improving Work
90 70 30

So What Do Leaders Do?

Provide Direction - Where we are headed Communicate - The Why & Benefits of the direction Enable, Coach and Counsel Recognize Results and Reinforce Desired Behavior

Providing Direction - Showing the Way

Vision - What Success Looks Like Objectives - How we will win Goals - How much, by when Strategies - What we will focus on Initiatives - Specific projects we will undertake

Kotlers Eight Stages of Successful Change

Establish a sense of urgency
Positive vision of being a premier company

Create a guiding coalition

Champions

Develop a vision and strategy

Six Sigma at my company

Communicate the change vision Empower employees for broad based action
Aggressive results oriented training at all levels

Generate short-term wins

$50M in six months at Company A

Consolidate gains and produce more change

Using annual operating plan and communications program

Anchor new approaches in the culture

- Champions, Master Black Belts, Black Belts, Green Belts

Elements of Successful Change

Vision Motivating forces - Burning platform Strong, respected leader Broad participation Communication - Tight networks and patterns Training and Education Reinforcement

All Elements Must be Present for the Change to Be Successful

Westinghouse Productivity and Quality Center

Communicate The Direction Provide Understanding and Hope The direction we are pursuing What benefits we expect to get Progress - Results achieved to date Communication should be clear, concise and continuous Variety of media should be used - People take in and process information in different ways

Enable - Set Up People for Success

Provide resources - people, time, $$$ Provide training - build needed skills Provide methods to accomplish assigned tasks Remove barriers Coach and Counsel

 Recognize accomplishments and results - Psychological rewards - Financial rewards Reinforce desired behavior - Catch people doing things right People want and need feedback - How am I doing? , Feedback needed for improvement Key tool - Management reviews

Recognize and Reinforce Catch People Doing Things Right

Leaders Lead People

Provide Direction Communicate

- Leaders show the way

- Leaders develop understanding and hope

Enable, Coach, Counsel, Provide Resources Recognize Results and Reinforce Desired Behavior

- Leaders set people up for success

- Leaders catch people doing things right

Do the leaders mould?

Leaders Recognize Different Levels of Activity and Job Responsibility.

Where we're headed Managerial processes to guide us Where the work gets done

Strategic

Executives

Managerial

Managers

Operational

Others

Change Requires Shifts in Knowledge, Skills and Attitudes

Knowledge
What? Why?

Habits Behavior Mindset

How To? Want To

Adapted from Covey 1989

Skills

Attitude and Desire

 Business Acumen Understand how business works Process and Systems Thinking Strategic Planning and Deployment Stakeholder Building Communication Clear, concise & continuous Reviewing and Coaching Structured Improvement Methods (Six Sigma) Learn to Deal With Teams & Group Dynamics Meeting Design and Facilitation Project Planning and Management Understanding Human Behavior

Key Leadership Skills

7 habits of successful people

Leadership habits
Stephen R. Covey

Habit 1: Proactive vs. Reactive

As human beings we are responsible for our own lives.
Reactive people are driven

by feelings, circumstances,
conditions, the environment. Proactive people are driven by carefully considered, selected and internalized values.

Between

freedom to choose Victor Frankl. What can make you happy?

stimulus and response, man has the

Habit 2: Begin with the End in Mind

What is mission statemen t of your life?

Habit 3: Put first thing first

Habit 4: Think Win-Win

Seek solutions that benefit all parties.

 Very few of us ever practice the highest form of listening --

Habit 5: Seek first to understand, then to be understood

empathic listening.

Communication:
10% by the words 30% by our sounds 60% by body language.

Habit 6: Synergize
How to make people work together? The whole is greater than the sum of its parts.

Habit 7: Sharpen the Saw

Leadership assessment are you?

What type of leadership are you?

What type of leadership are you?

Styles & Attitudes of leaders

Leadership styles

Leadership Attitudes
Theory X: people generally dislike work, lack ambition
and work for money.
Restrictive controls are neccessary

Theory Y: work is as natural as rest or play.

Self-direction and self-control can be used to pursue valued objectives.

Environments must be created for workers.

Theory Z: workers should be hired for their talents.

Myths donts & dos

Myths of Leadership
Leadership is a rare skill Leaders are born not made Leaders are charismatic Leadership exists only at the top of an organization The leader controls, directs, prods, manipulates
Bennis and Nanus 1985

Personal Change Is Required

Insanity - Doing the Same Things and Expecting Better Results The Only Person Who Enjoys a Change is a Wet Baby If You Cant Change Your Mind You Cant Change Anything--George B. Shaw Those Who Fail to Respond to Their Changing World Will Have Less Influence in It

Ways to Develop Leadership Skills

Read books and articles Attend courses Discuss the subject with colleagues Practice, Practice, Practice, ..
Becoming a leader is like learning to play the violin in public
Anonymous

McClellands Achievement Motivation Theory

McClellands Achievement Motivation Theory

McClelland and colleagues studied the behavioral effects of three needs
Need for Achievement Need for Power Need for Affiliation

Emphasized the Need for Achievement, although they investigated all three needs

McClellands Achievement Motivation Theory (Cont.)

Product of an impressive long-running research program Controversy over measurement methods Recent study shows the validity of different measures

McClellands Achievement Motivation Theory (Cont.)

Strong need for achievement people
Take responsibility for results of behavior Willing to take calculated risks Set moderate achievement goals Prefer to set performance standards for themselves Prefer nonroutine tasks to routine assignments Welcome feedback about how well they are doing

McClellands Achievement Motivation Theory (Cont.)

Acquire the Need for Achievement through socialization to cultural values Presence of Need for Achievement themes in folklore, mythology, art Need for Achievement societies had high levels of economic development

McClellands Achievement Motivation Theory (Cont.)

Strong Need for Power people
Focuses on "controlling the means of influencing the behavior of another person Having strong effects on other people Means of influence: anything available to the person to control the behavior of another Actively searches for means of influence
Example: use superior-subordinate relationship or external rewards to control the behavior of another

McClellands Achievement Motivation Theory (Cont.)

Two ways of expressing the Need for Power
Dominance, physical aggression, exploitation
View situations from a win-lose perspective Must win and the other party must lose

Did not feel such power behavior resulted in the type of leadership required by organizations

McClellands Achievement Motivation Theory (Cont.)

Two ways of expressing the Need for Power (cont.)
Persuasion and interpersonal influence
Tries to arouse confidence in those he or she wants to influence Clarifies groups goals and persuades members to achieve those goals Emphasizes group members ability to reach goals

McClellands Achievement Motivation Theory (Cont.)

Two ways of expressing the Need for Power (cont.)
Tries to develop a competence belief in group members McClelland felt this type of power behavior characterized effective leaders in organizations

McClellands Achievement Motivation Theory (Cont.)

Strong Need for Affiliation people
Focuses on "establishing, maintaining, and restoring positive affective relations with others" Want close, warm interpersonal relationships Seek the approval of others, especially those about whom they care Like other people, want other people to like them, and want to be in the company

McClellands Achievement Motivation Theory (Cont.)

Need for achievement and behavior
Money: important to both high and low achievers, but for different reasons
High achiever wants concrete feedback about performance Making a profit, or receiving a bonus, is a statement about success or failure Symbol of success and feedback about job performance

McClellands Achievement Motivation Theory (Cont.)

Need for achievement and behavior (cont.)
High achiever wants a challenging job and responsibility for work Want to feel successful at doing something over which they have control

McClellands Achievement Motivation Theory (Cont.)

Need for achievement and behavior (cont.)
Low achiever views monetary reward as an end in itself Get increased performance from low Need for Achievement person by rewarding with money

McClellands Achievement Motivation Theory (Cont.)

Managers and executives usually have a stronger Need for Achievement than people in other occupations Evidence points to strong Need for Achievement as an entrepreneur characteristic Nature of Need for Achievement behavior fits well with such role demands

McClellands Achievement Motivation Theory (Cont.)

Need for Achievement and Need for Power: some relationships
Strong Need for Achievement person
Task centered Future oriented Performs to internal standard of excellence

McClellands Achievement Motivation Theory (Cont.)

Need for Achievement and Need for Power: some relationships (cont.)
Strong Need for Power person
Draws attention Risk taking Present oriented Assesses situations for change potential

McClellands Achievement Motivation Theory (Cont.)

Need for Achievement and Need for Power: some relationships (cont.)
Both types of people important for successful organizations Strong Need for Achievement managers keep an organization going Strong Need for Power people bring dramatic change and innovation

Any questions..!!!!!!!

Reference
Stephen Covey, 7 habits of highly effective people, Ist edition. Ronald D. Snee, Develop leadership skills, Tunnell Consulting, Roanoke, VA, 2002. Julian Lapiton, Principles of leadership and management, IRRI,web article-ppts. Doan Xuan Huy Minh, Lecture on leadership, motivation & problem solving.